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04/25/2005 - Packet Tigard Budget Committee 2005 (Note: Items not completed at scheduled meeting will be held over to following meeting.) April 25, 2005 6:30 p.m. Library Community Room 13500 SW Hall Blvd. ■ Introductions ■ Election of Officers • Approval of Minutes ■ Budget Basics • Budget Committee Role • What is a Budget? ■ FY 2005-06 Budget Overview Financial Forecast • Budget Message • Budget Overview ■ Public Comment ■ Recess Meeting until May 2, 2005 Budget Committee Meeting April 25, 2005 Sign In Sheet 2. JU v'oj�17&7 3. 4. I WIe 5. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. City of Tigard Budget Basics Oregon Local Budget Law ORS 294.305 to 294.565 Sets minimum requirements s Establishes basic process & responsibilities Establishes Budget Committee —Members of the governing body plus —Ar.equal number of citizens appointed by the governing body —Each member has equal vote Oregon Local Budget Law (cont'd) Budget Officer(Interim City Manager) -Reviews expenditure patterns and needs -Estimates revenues —Develops Proposed Budget —Presents Proposed Budget to Budget Committee —Notice is published Oregon Local Budget Law (cont'd) to Budget Committee —Reviews budget —Takes public comment —Makes changes as necessary or appropriate -Approves budget -Approves property tax amount or rate -Sends Approved Budget to City Council for adoption Oregon Local Budget Law (cont'd) Budget summary and notice of budget hearing published City Council —Holds budget hearing —May modify Approved Budget.as long as chimes do not exceed 10`Yo of a fund's a ro riation —Adopts budget Oregon Local Budget Law (cont'd) Budget takes effect on July 1 May be amended throughout fiscal year as needed by City Council resolution y,Major changes require a Supplemental Budget What is a Budget? Accounting document o Operational guide Policy document 4Communications tool Budget as an Accounting Document Measures and controls expenditures 4,Tracks revenues Establishes budget comparison in accounting system Budget as an Operational Guide ,r�, Identifies work programs for departments o Establishes departmental goals Budget as a Policy Document Review of City operations and processes *Review of community needs Review of resources Makes choices and sets priorities Budget as a Communications Tool �Explains —Demands —Needs —Constraints —ReSOUrces Opportunities Communicates —Choices made —Direction in vihich the City is headed Budget Structure -- Appropriations Legally established expenditure limits (Not-To-Exceed-Amount) Established by Fund Budget Structure -- Appropriations (coned) Can be established at different levels —Program —Department —Division/Category —Line item Tigard appropriations are at the Program level Budget Structure -- Document Reader's Guide Budget Summary 4, Revenue Analysis a Program Summaries —Community Services —Public Works —Development Services —Policy and Administration —General Government Budget Structure -- Document (coned) Capital Improvements Debt Service Fund Summaries Appendix Genera! Fund Outlook FY 2004-05 Adopted Budget I } t General Fund Outlook FY 2005-06 Proposed Budget Historical General Fund Revenues and Operating.Expenses—Includes Transfers 25.� —--------— 20,W% Historical General Fund Revenues and Expenditures Percentage Change 1.W% 5W% 0 -5 W% W—A-1 A-1 AdOPW P�- CPI%Change 200% 150% I 00% 050% 0 00-A FY OV02 FY 02)03 FY 03104 FY 04/05 20� M� FY 01-02 Al� FY 02-M A,W �Ac�l 04�5 A.P,� T.-I�---�-- Historical Oeneral Fund Operating Expenditures by Category 414000.000 _— M,000,000 31o,om- 36.000.000 1 36.000,000 34.Oo6,000 30 FY 01-02— FY02-06Pcba1 FY0444—1 "04-05POopbd 8—onl Servcaa o 36terbb B Swcw•OpW Qlby o Tnr4wa Q4 Nisbriwl W mnl Fund Op%ndna EapandiNns-parmnN 3%rvioas a a45 Only parsnbaa C6anaa t000x Om% FY Ot@ Pcael FY @.W Pmw� FV m MPCN/� FY pa-O3PEamea SIOD,000 t63 580.000 162 m 161 LL $60,000 160 ° 159 S r 540.000 x s 166 $20,000 ,57 ,56 $0 155 FY 01-02 pctoal FY 02-03 PtWal FY 0304 Mual FY 0405 Adopted Fe M.ws nR FTE-+-FIE 3 Mm" 515.000090 310.000,000 so FY 04-05 FY 05-06 FY.-.1 FY O7A8 FY 0.9 1.1111 Ad.,*d Proposed Pnq-lad Projected Projected Projected I.T.I.Revenues Notal E.Pendt�.,- 1 2000% ........ 2 ME 0 OG% �'5 W% o 0"0%% 5.00% 0 OD% (5 W%i FY 0405 FY 05-08 FY 0607 FY 07-08 FY 0&09 FY 09-10 Adopted Ropo,,d R.pcWd Pqmw Rq-,d P,.j-t.d Projected General Fund Operating Expenditures by Category $16,000.000 FM S12,000,000 $8,000,000 FY04-05 FY 05-06 "06-07 FY 07-08 FY N49 FYW-Io Ad.plad Proposed P,oj.,Wd P.reded Pn,,.-d P.I...d as Pra}.aaG Oemml fuM Ow 16N 9.wrd.lrrnp-p✓onel berNwe 1519 Orly Permm.p.OBerge mos Pawtae N oba9 apm apcm Rq�1ee Ryeire Rgecley 5100000 -----..—._ 195.00 190.00 580.000 19500 sm,wp 190.00 75 OD ZSd0.000 170-00 y 520,000 195-00 90.00 $0 155.00 FV O�-05 FY 0598 Fy 0991 fY079B FY05-09 FY08-10 —pbd Pro—d Pmj—d Proj—d Pmtd Projscla! 6310 PeremN Sema Px ilE�—� 5 City of Tigard Proposed Budget April 25, 2005 Budget Message FY 2005-06 Proposed Budget Major Issues -Financial Future -Park Land Acquisition and Development Funding -Downtown Revitalization -Growth -Transportation FY 2005-06 Proposed Budget •Council Goals for 2005 -Revitalize Downtown -Improve 99W -Address Growth • Proposed Budget is designed to comply and make progress on goals FY 2005-06 Proposed Budget Revitalize Downtown -1 new FTE in Community Development -Urban Renewal Consultants -Capital Improvement Projects •Open Space Acquisition •Streetscape Design ♦Right-of-way Acquisition - Burnham Street FY 2005-06 Proposed Budget o Improve 99W -99W is a State Highway and responsibility of the State -City will improve facility as able -Capital Improvement Projects ♦McDonald and 99w Intersection ♦Hall Blvd and 99tH Intersection ♦Greenburg Rd and 991N Intersection ♦System Improvement Study FY 2005-06 Proposed Budget -z,Address Growth -Comprehensive Plan Update ♦1 New FTE in Comrnun'ty Development *Will not include unincorporated areas unless funding from t4lashington County is provided Park Land Acquisition ♦52 Million Budgeted for Acquisition of Various Sites Budget Overview FY 2005-06 Proposed Budget Operating Budget -Up 5.4%, including additions to Long Range Planning Division for Urban Renev,,al, vehicle replacements, two police officer positions, and additional library staff -Number of authorized positions is up 4.0 FTE •All positions are"unded -COLA built in based on labor contracts. Heaith Benefit Cost increase of 15%1 btilit-in. FY 2005-06 Proposed Budget i,Capital Budget -Down 21.511/a -- $7.6 ruiilion decrease -Primary causes for decrease: *Completion of the Nev,., Libcary Project *Reservoir site acquisition and construction spread over several fiscal years instead of budgeted in one year FY 2005-06 Proposed Budget ,%Service Impacts -Police *Two new police officer position *Catch-up on vehicle replacement —Library *1.5 new FTE *Maintain open hours on Sunday ♦Limited increase in funding from VVCCLS FY 2005-06 Proposed Budget Service Impacts -Public Works ♦loot taking over sanitai y and stone server expansion area from Clean Plater Services as I)udgeted in FY 04-05 •Parks-identify non-SDC revenues to fund park land acquisition,development,and maintenance •water Balance water pur_;�ase7 beuv2ei Gtv of.ortla:d ani Joint t'4=arer cm rr i;,ion to 36ta;n n� ry xv�n:y of -a pule o'r site.also tPgna crn .rt;n� -Coot,de Aeuifer S orag7 Recovery proj-ct FY 2005-06 Proposed Budget �t, Service Impacts -Mayor&Council &City Administration •Increase Cityscape neeasletter to 12 issues Der year ♦T i ansfer of 1 Uosition from Public 1"Jcvks to InfoilllatiOn Technoloay ♦City Manager's office-a9loer for hiring of DcV,City flanager(Training,memberships,etcA though overall budget Is dorm -Community Development ♦Increased staffing for Uiban Pene,val and Comprehensive Plan Update FY 2005-06 Proposed Budget t,issue Papers -Recreation Grants -Right-of-Way Grants -Water Rates -Park Land Acquisition and Development -Library Operational Hours -Police Overtime --Urban Renewal -Comprehensive Plan Update .yx F a r air x Police Library w . Social Service/Community Events ,K Public Works Administration Parks and Grounds Street Maintenance Community Development Administration Current Planning Long Range Planning Engineering Mayor and Council Municipal Court _ ,• �;ger� ;,` •s .,rr^ ,� , �• � Sanitary SewerE Public Works Administration Sanitary Sewer Fund - CD Administration : Engineering Current Planning Capital Improvement Projects k Storm Sewer Vim: Public Works Administration Storm Sewer Fund CD Administration: Current Planning Engineering ;a Capital Improvement Projects Water Fund Water Public Works Administration Capital Improvement Projects Water SDC Fund m Capital Improvement Projects Water CSP Fund v Capital Improvement Projects Water Quality/Quantity Fund Capital Improvement Projects jaz CD Administration 11 Current Planning 'L� Engineering 9� Building Fund Building Inspection CD Administration Criminal Forfeiture Fund i Police Electrical Inspection Fund z Building Inspection CD Administration Capital Improvement Projects Public Works Administration Gas Tax Fund g, Street Maintenance CD Administration Current Planning Engineering Street Maintenance Fund wo% Capital Improvement Projects Engineering Traffic Impact Fee Fund Capital Improvement Projects CD Administration Current Planning Engineering Urban Services Fund , CD Administration ; Building Inspection ,v Current Planning k Engineering Urban Services/TIF Fund Capital Improvement Projects w CD Administration ;; Current Planning we Engineering City Management Human Resources Information Technology Risk Management n. Central Services Fund is Finance Administration Financial Operations Office Services City Attorney Technology Fleet/Property Management Fleet Maintenance Property Management Fund ae 791h Avenue LID Fund r Capital Improvement Projects Facility Fund Capital Improvement Projects Parks Capital Fund Capital Improvement Projects Parks SDC Fund Capital Improvement Projects - SDC Eligible Underground Utility Fund Capital Improvement Projects Wall Street LID Fund Capital Improvement Projects Bancroft Bond Fund LID Debt Service General Obligation Debt Service Fund �jj GO Debt Service - Library Insurance Fund ;, Insurance Reserve General Fund $918 $7,079 $1,360 Police $1,182 $1,263 $243 Library 146 $28 Social Service/Comm. Events $74 $538 $123 $24 PW Administration 6 $803, $154 Parks and Grounds :$869 Street Maintenance 182 $79 $15 CD Administration \ 300 $210 $ $34 $559 95 $18 11 Current Planning $107 Long Range Planning 114 $436 $659 $141 Engineering 90 $17 Mayor&Council $238 Municipal Court $3,291 $391 Transfers Out $0 $250 $500 $750 $1,000 $1,250 $1,500 $1,750 $2,000 $2,250 $2,500 $2,750 $3,000 $3,250 $3,500 $3,750 $4,000 $4,250 $4.500 $4,750 $5,000 $5,250 $5,500 $5,750 $8,000 $8,250 $8,500 $8,750 $7,000 $7,250 $7,500 $7,750 $8,000 $8,250 $8,500 $8,750 $9,000 $9,250 $9,500 Thousands ■Dept./Division Specific-$2,906,246 ■Other Fund Support-$2,236,946 0 Non-Specific-$14,185,654 0 Fund Balance-$2,499,071 Development Funds 1 339 909 $ $229,526 $123,816 $36,57 Building Inspection $8097 $20,404 $372,276 $360,540 Transfers OutIr � IIIA '' $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 ■Building Fund 0 Electrical Fund 0 Urban Services Fund 0 Other Fund Support 0 Fund Balance i Utility Type Funds $901,944 Sanitary Sewer $878,897 Storm Sewer $5,254,225 Water a $439,619 $225,603 1,221,372 $16,255 $63,475 Transfers Out t, 0 500 000 1 000 000 $1,500,000 2 $ $ $ $2,000,000 $ ,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000 $5,500,000 ■Sanitary Sewer 0Storm Sewer ■Water ■Water Quality/Quantity ■Fund Balance Internal Service Funds Fleet/Property Fund • Fl eat Maintenance • Property Management Central Service Fund • City Management • Human Resources • Information Technology - -- - • Finance Administration • Financial Operations -- • Office Services • City Attorney • Technology $0 $250,000 $500,000 $750,000 $1,000,000 $1,250,000 $1,500,000 $1,750,000 $2,000,000 $2,250,000 $2,500,000 $2,750,000 $3,000,000 $3,250,000 $3,500,000 $3,750,000 $4,000,000 $4,250,000 $4,500,000 $4,750,000 ® General Fund 1:1 Sanitary Sewer Fund El Storm Sewer Fund ❑ Water Fund ■ Water Quality/Qty Fund ❑ TIF Fund ■ TIF-US Fund ■ Gas Tax Fund ❑ Street Maintenance Fee Fund ❑ Building Fund ■ Electrical Inspection Fund ® Urban Services Fund 0 Central Services Fund ❑ Fleet/Property Fund City of Tigard FY 2004-09 Financial Forecast General Fund Projected Ending Fund Balances $9,000,000 $7,500,000 - - - -- --- - $6,000,000 - - - --- $4,500,000 - -- $3,000,000 - - $1,500,000 - -- - - $0 ($1,500,000) - - ($3,000,000) - - - -- - - - ($4,500,000) FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09 ■Ending Fund Balance City of Tigard FY 2005-10 Financial Forecast General Fund Projected Ending Fund Balances $10,000,000 $8,000,000 - -- - - - $6,000,000 - - - -- - $4,000,000 - - $2,000,000 - - - - $p ($2,000,000) - ($4,000,000) - -- - -- - -- - - - I ($6,000,000) -- --- --- - -- ------- ($8,000,000) FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10 ■Ending Fund Balance Program Expenditures Total Operating Budget by Program $33,0199317 General Govt. ° Policy and Admin. ° Community 13% Services 37% Development Services 16% Public Works 33% Program Expenditures Total Operating Budget by Department $3390199317 General Govt. City Administration 1% Finance 7% Police 6% 28% Engineering 5% Library 8% C'rt Community hr. Development 10% Social Svcs & Community Events Public Works 1 % 34% REVENUES VS EXPENDITURES $90,000,000 $75,000,000 $60,000,000 $45,000,000 - - $30,000,000 - $15,000,000 $0 FY 2001/02 FY 2002/03 FY 2003/04 FY 2004/05 FY 2005/06 Total Current Revenue♦—Total Expenditures FY 2005-06 Budget Committee Issue Paper SUBJECT: Recreation Grants I Issue Paper No. 1 Exhibits: None Amount: $ 25,000 Budgeted: (yes)_(no)_X_ SUMMARY: This year the Public Works Department requested a new program in the Parks budget called "Recreation Grants". This program recognizes the desires expressed by the Parks and Recreation Advisory Board and citizens who responded to the 2004 Parks and Recreation Needs Assessment survey. In that survey, approximately 61% of the respondents were willing to pay anywhere from$1.00 to $90.00 per year to enhance recreational opportunities in Tigard. Sixty Percent (60%) felt that additional recreational activities would improve the livability in Tigard. Fifty-seven percent (57%) of respondents indicated they wanted the City to begin a recreation program. The above mentioned grants are a first step in that direction. This grant program would target organizations that have the capacity and experience to offer recreation or after school programs that will enhance the City of Tigard but lack the financial resources. This grant program was envisioned to be a transitional plan until funding for a broader recreation program is secured. The recreation grants program is proposed for $25,000 per year. A fully funded recreation program for the City of Tigard is expected to cost approximately $860,000 annually. Such a program could also be expected to generate approximately 33% or, $170,000 annually, in program fees and charges. Thus, a fully functioning recreation plan should be expected to require $690,000 annually from the General Fund,once established. The Parks and Recreation Advisory Board (PRAB) has considered this proposal and endorses it as a short term transitional step, while the City develops a funding strategy for a full- fledged recreation department. RECOMMENDATION: These grants have not been included in the FY 2005-06 Budget because of limited funding. If the Budget Committee wishes to fund this program, it will need to shift funds from other programs to come up with$25,000 per year for recreation grants, or would need to draw- down fund balances. 1 FY 2005-0b Budget Committee Issue Paper SUBJECT: Right of Way Grants I Issue Paper No. 2 Exhibits: None Amount: $ 25,000 Budgeted: (yes)_(no)—X SUMMARY: In response to City Council's desire to enhance Right of Way (ROW) maintenance on major arterial and collector streets, staff has evaluated various methods to meet this goal. The Streets division proposed the development of a pilot grant program where City funds would be provided to property owners who demonstrate a financial or physical need to assist them in their obligation to clean up/enhance their ROW frontage, It was envisioned that this program would be initially limited to the Durham Road area. This neighborhood has been in contact with the City for several years, trying to resolve the issue of double frontage lots. This is a situation where property backs up to an arterial street, generally with limited access. It is quite common for these properties to fence off their yards from the arterial, thus effectively blocking them from the area. Current City Code requirements clearly state that abutting property owners are responsible for the maintenance of abutting public right of way, including the maintenance of the sidewalk. A minimal level of maintenance of vegetation is the removal of potential fire hazards, plus pruning to maintain clear passage of the sidewalk and street. Maintenance to the minimal level required by code does not provide the clean, inviting image the City Council wishes this portal to the City to portray. Public Works staff has presented a host of options, ranging from complete City-funded improvement and maintenance of these areas to strict code enforcement and the resulting property owner actions and complaints, to address this problem. City Council has asked staff to find a way to improve these areas. On Durham Road, these right of way areas total approximately 1.5 acres. The cost to make complete landscaping improvements to the Durham Road right of way, including irrigation with reclaimed water, grass, shrubs, trees and plants is estimated to be approximately $130,000. Annual maintenance would cost approximately $8,000. Because of the cost,Staff conceived the idea of a grant program. While the specifics of the program have not yet been developed, the concept is that the City would develop a grant process targeted to assist property owners who meet some level of financial or physical hardship. They would need to concur that maintenance of right of way adjoining their property is their responsibility, but not be able to meet their obligation due to economic or medical reasons. In this case a one time grant would be made, to purchase the landscape materials or assistance needed to improve their frontage. A condition of the grants will be that the property owners must agree to maintain their property at the enhanced level. RECOMMENDATION: The ROW grant program is not included in the FY 2005-06 Budget. If the Budget Committee wishes to fund this program, it will need to shift funds from other programs or draw-down fund balances. 2 FY 2005-06 Budget Committee Issue Paper SUBJECT:Water Rates Issue Paper No. 3 Exhibits: None Amount: $435,692 Budgeted: (yes) X (no) SUMMARY: Water Rates are the primary revenue source for the Water Fund. In FY 2004-05, water rates are anticipated to account for 90.6% of Water Fund revenues. The Water Fund is an enterprise fund, whose revenues and expenditures are restricted by state law to be used solely for the purpose described by the fund. Thus, water revenues are restricted for use in water related activities, and could not legally be used elsewhere. In FY 2004/05 the City anticipates metered water sales revenue of$6,228,181. These revenues can fluctuate by as much as 10% based on many factors, weather and building activities to name a few. Tigard is the managing partner of the Intergovernmental Water Board, a group representing the City of Tigard, City of King City, City of Durham, and the Tigard Water District. Tigard manages and staffs an organization that furnishes water in all these areas, and all water rates are the same in all these organizations. The City has established the premise that its revenue funds should be self supportive, that they generate sufficient revenues to cover expenditures. The City's Water Fund finances the purchase of water, operational expenses, water related capital expenditures, overhead transfers, and a contingency. The Water Fund has no current debt. Because the City has been able to finance capital obligations on this "pay as you go" philosophy, large balances must be built up, carried over from year to year, until the capital expense occurs, then the cost is paid. To assist the City in its analysis of annual revenue requirements, a financial model was developed. This tool allows the City to forecast expenditures for up 10 years in advance, which allowed revenue needs projections to be developed. Another section of this model allows rates to be adjusted; thus rates can be modeled to generate the revenue needed to meet the proposed obligations. Operational costs, transfers, and contingency obligations remain relatively stable from year to year with the biggest factors being wholesale water costs, energy, and employee benefits 1 costs. Future capital costs place the largest burden on the Water Fund, representing 50% of expenditures over the next 5 years. Currently, the City is projecting an ending Water Fund balance of$7.2 million for FY2004/05. In addition, there is an anticipated ending fund balance of$6.1 million in the Water CIP Fund. While this appears to be a very large reserve, in reality it represents only 8.6% of the anticipated CIP over the next 10 years. Tigard is anticipating a revenue bond sale to provide capital for CIP improvements. Tigard's last water rate increase was in October 2004, when a 6% adjustment was made. That increase was the last on a 3 year rate adjustment schedule approved by the Council in 2002. RECOMMENDATION: Analysis of the water rate model suggests substantial water rate increases lie ahead-, as Tigard makes decisions on a source of supply and builds the infrastructure to deliver it. Capital costs for source range from$40 million to $120 million, depending on the source and the coalition of partners that assembles to develop it. Tigard will need to abandon its "pay as you go" approach, and sell revenue bonds at that time. Any accumulated surplus cash at that time will serve as a buy down of the amount needed to be financed or be used to pay the debt service overtime. Based on the above, the Public Works and Finance Departments staff collectively recommends a 3 year rate adjustment package, adjusting rates 7% each year for three years. It is estimated that these rate increases will generate an additional $400,000 to $500,000 annually. Staff further recommends that rate adjustments have an effective date of October 1St, annually, with the first rate increase occurring in October 2005. 2 FY 2005-06 Budget Committee Issue Paper SUBJECT: Parks funding: land acquisi- Issue Paper No. 4 tion and maintenance Exhibits: None Amount: $2,144,025 Budgeted: (yes) X (no) SUMMARY: Developing the funding strategies to accomplish the park and open space acquisition projects outlined in the Parks System Master Plan and the Parks System Development Charges (SDC) Methodology is an emerging issue. The City currently charges SDC's on all new residences and commercial buildings being built in the City. The revenue generated by these charges can only be used on land acquisition and facility development projects that address the growth being created by the addition of more residences and employees. The amount of SDC's that can be spent on each project is determined by formulas set forth in the methodology. Only a certain percentage of SDC's can be allocated to each project. The remaining percentage must be funded by non-SDC funds. For example, the formula for acquiring a new$100,000 piece of property is as follows: SDC Eligible Funding: 40% = $40,000 Non-SDC Funding: 60% = $60,000 The Parks System Development Charges Methodology was updated in 2004 by the City Council and took effect January 1, 2005. Currently, over$27,000,000 is needed for land acquisition and facility development as set forth in the new SDC Methodology "2004-2008 SDC Parks Capacity Improvements Program". Approximately $17,300,000 in non-SDC funds is needed to complete the identified projects (see related chart below). By the end of FY 2004-05, there will be a fund balance of approximately $2.2 million in the Parks Capital Fund. Of this total, approximately $1.9 million will be SDC revenue. The remaining amount will be non-SDC revenue. The SDC revenues of$1.9 million will be transferred to the newly created Park SDC Fund in FY 2005-06. This will allow for better tracking of SDC revenues. All project costs will be budgeted in the Parks Capital Fund and SDC revenues will be transferred into the Parks Capital Fund to cover the costs of those projects that are SDC eligible. 1 The challenge for the City is to identify and secure the required non-SDC funding portion for land acquisition and development projects. SDC funds may not be expended without the corresponding non-SDC portion. Currently, the only non-SDC funds available are from the General Fund. In FY 2005-06, the General Fund will transfer about$770,000 into the Parks Capital Fund to pay for the non-SDC portions of projects planned for FY 2005-06. However, the General Fund is not a reliable source of funding for the long term because each year there are tremendous demands for General Fund dollars to fund the many and varied needs of the City. The City Council, in 2003,re-established the Park and Recreation Advisory Council (PRAB). One of the major tasks given to the PRAB by the Council was to make a recommendation on the possibility of acquiring more park land. The City's goal is to ideally have 11-acres per 1,000 population. Currently, the City has just under 8-acres per 1,000 population. According to the SDC Methodology, the City is currently deficient approximately 58 acres of park land. The estimated cost to purchase the land necessary to make up the deficiency is approximately $10,600,000. In 2004, the PRAB conducted a community-wide, scientifically valid, phone survey aimed at ascertaining valid public input on several important park and recreation issues. Park land acquisition has been, and remains to be, an important factor in the City's planning processes. The survey revealed that 69% of the respondents thought it was a good idea for the City to consider protecting natural areas and open spaces. In addition, 49% of respondents favored a $5,000,000 bond measure aimed at acquiring open spaces. Since the publication of the survey,many interested citizens and groups have come forward and voiced their support for acquiring open space park land. They have enthusiastically urged the PRAB to recommend to City Council that a land acquisition bond measure be placed on the ballot as soon as possible. Bond measure funds could be used to fund the non- SDC portion of the land acquisition and development projects. In addition to bond measure funds, other potential non-SDC funding sources are: ♦ Green Spaces Funds ♦ State of Oregon Grants ♦ Federal Grants * Not-for-Profit Organizations ♦ Donations ♦ Loans ♦ Revenue Bonds The current FY 2005-06 budget proposal is only one small.piece of a much larger need. The larger need, as set forth in the new SDC methodology, "Parks Capacity Improvements Program (2004-2008)", identifies the need for$27,685,200 for land acquisition and facility development over the five-year period. The table below shows the relationship between project costs and how it must be funded. The City will need to secure$17.3 million in non- SDC revenues if it wants to provide the facilities that were projected. 2 Parks Capacity Improvements Program(2004-2008) Cost to Acquire Project Develop %Growth Need SDC-Eligible* %Non-SDC Need Non-SDC need* Neighborhood Parks $8.7M 17.31% $1.5M 82.69% $7.2M Community Parks $9.OM 54.20% $4.8M 45.80% $4.1M Greenways $6.6M 40.94% $2.7M 59.07% $3.9M Trails $2.6M 22.70% $603K 77.30% $2.OM Linear Parks $667K 100.00% $677K 100.00% $ 0 TOTALS $27.6M 37.49% $10.3M 62.51% $17.3M *rounded off Once park lands are developed, they must be maintained. A very critical issue when discussing land acquisition and facility development is the maintenance costs associated with the acquisition and development of park facilities. The more park land and facilities to maintain, the greater the number of staff, material and supplies, and equipment needed. The City's Parks and Grounds Division is funded by the General Fund. As additional park land is developed, the additional staffing and equipment needed will negatively impact the General Fund. The 1999 Park System Master Plan sets forth a park maintenance cost of$3,500 per acre per year. Using the CPI index change from 1999 to 2004, it is estimated that the current park maintenance cost is approximately $3,875 per acre per year for neighborhood and community parks, and approximately $1,770 for open spaces, trails, and linear parks. The City currently has 351.41 acres of land: 179.63 acres of developed park land and 171.78 acres of undeveloped land. The parks operating budget in FY 1999/00 was $856,717. The proposed budget for FY 2005/06 is $1,003,000. Park Master Plan Recommended Maintenance Levels Cost per Acre Number of Acres Required Funds (CPI adjusted) Parks $3875 179.63 $696,066 Open Space/Trails $1770 171.78 $304,050 Total;Re4uire&. $1,000J16 Fund's FY05/06, RECOMMENDATION: No Action at this time. Continue to evaluate all external funding sources and position the City to be able to leverage them. Be prepared to implement upcoming recommendations from the PRAB, which could include a bond measure for acquisition of open-space land and development. 3 FY 2005-06 Budget Committee Issue Paper SUBJECT: Issue Paper No. 5 Library Operational Hours Exhibits: None Amount: $ 2,205,971 Budgeted: (yes) X (no) SUMMARY: For most of the 1990s, the Tigard Library was open four hours on Sundays. Sundays were quite popular with the community, often recording the highest number of check-outs per hour. In 2001-02, the library was open 69 hours per week. After the Washington County Cooperative Library Services (WCCLS) operational levy failed in November 2002, the Library reduced the number of open hours to 60 per week. Because of the popularity of Sunday hours, the weekday schedule was rearranged to allow the Library to remain open on Sundays. After the WCCLS operational levy failed to get a double majority vote in May 2004, the library determined it would have to close even more hours. In determining which hours to close, the results of the library's 2004 annual patron survey were considered. Then, the community's top two priorities were evenings and Saturdays. Reluctantly, the library announced it would be closed on Sundays beginning in August 2004. During the first six months of operation in the new building, the library experienced a dramatic increase in use, despite the reduction of hours. The number of new library users has been impressive. From August to December 2004, 3,121 new library users were registered. An all-time record for new registrations was set in August 2004, the month the library opened in the new building. That represented a 95% increase over the same period in 2003. At the same time, the library and the City received numerous comments/complaints about the library being closed on Sundays. Some patrons were understandably upset that just as the City opened a new library strongly supported by Tigard voters, it became more inconvenient for many of them to use the library. In the Library's 2005 annual survey conducted in February, 71% of the respondents requested that the Library be open on Sundays. In addition, when asked an open-ended question about what one thing they would change about the new library, the #1 response (498 people) 1 was for the library to be open on Sundays. In January, the Council approved re-opening the Library for four hours on Sundays through the end of FY2004-05, using funds from the Grace Tigard Houghton bequest with the permission of Mrs. Houghton's brother, Curtis Tigard. The Library re-opened from 1 p.m.-5 p.m. on Sundays on March 6 and the public has responded enthusiastically. In the seven Sundays between March 6 and April 17, a total of 4,049 people have used the library on Sundays. Tigard Public Library Sunday Visitors March&April 2004 Comparison with March-April 2005* 4,500 lu F 4,000 KU 3.000 23.3 Percentage t 2,500 "WE" Increase � � 2,000 a� k, x v E II-; 1,500 1.000 # 'e x � zr 50 I n 0 2004 2005 Through April 17, Tigard Public Library Sunday Checkouts March&April 2004 Comparison to March-April 2005* 9,100 „ 9 000 8,900 4.8 Percent m 8,800 F Increase t � art ; 8,700 .,ss � -u3 - � � t - �j 8,600 M 8500 ' 4W110 A ?i J �" 8,400 2004 2005 Through April 17,2005 2 Tigard Public Library Sunday Checkouts Per Hour March&April 2004 Compared with March- April 2005' 325 �r syy �__h". �°a .r fG x' ` - '&, ✓�t. a ;� ^a „ - t 320 y�...a 4.8 Percent increase 315- 310 c . u 305. 300- ¢ -'�r, '' 2004 2005 "Through April 17,2005 RECOMMENDATION: Because of the popularity of Sundays at the library, the FY 2005-2006 budget was adjusted to allow the library to remain open on Sundays with a skeletal staff. When the Council approved re-opening on Sundays, some Councilors expressed concern about re-opening for four months not knowing whether funding would exist for the next fiscal year. Because of these concerns and the enthusiastic response of the public to Sundays, the Library has readjusted its budget priorities to allow for Sunday hours. Although staffing will be stretched to allow this,we believe that the public would prefer the library to be open on Sundays even if it means longer lines or reduced service. Making it more convenient to use the Library has introduced more people to the programs and services it offers, thereby increasing library use. Our funding from the county is impacted by the level of library use. Therefore, the Library recommends the approval of the personal services budget to maintain Sunday hours. 3 FY 2005-06 Budget Committee Issue Paper SUBJECT: Police Department Issue Paper No. 6 Overtime Exhibits: Attachment A Amount: $343,000 Budgeted: (yes) X (no) SUMMARY The overtime budget for the Tigard Police Department (TPD) was discussed during last year's Budget Committee Hearing. The Budget Committee heard from the Tigard Police Officer's Association (TPOA) that the overtime budget would be reduced if the funding for two frozen officer positions were approved,because shift coverage overtime would decrease as a result of filling these positions. Immediately subsequent to this testimony,TPD Management testified that due to a number of factors, the additional officers would, at best, have a neutral influence, and adding two additional positions could very well increase overtime expenditures. The committee voted to fill the two positions and reduce the patrol division overtime budget by $26,359 to offset the cost of funding the frozen officer positions. The TPD has requested an increase in the overtime budget for fiscal year (FY) 05-06 compared with the adopted FY 04-05 budget. Based on the projected overtime spending, the Department has requested an increase in the overtime budget. The increase is 28.3% higher than the FY 04- 05 adopted budget and 13.4% higher than the FY 04-05 requested overtime budget. This issue paper will present four elements that are germane to the overtime discussion. They are as follows: 1. The factors inherent in law enforcement overtime. 2. A description of the major duties that create overtime in TPD. 3. An examination of overtime trends in TPD. 4. A description of-how we manage overtime at TPD. I. FACTORS INHERENT IN LAW ENFORCEMENT OVERTIME Before a relevant analysis of law enforcement overtime can be conducted,factors unique to law enforcement need to be taken into account. The National Institute of Justice published a white paper on law enforcement overtime practices and issues in May of 1998 (Attachment A). This publication addresses many of these common factors and also provides insight into some of the beliefs and dynamics surrounding the issue in general: Page 1 of 6 "There is a sense both inside and outside of the law enforcement community that overtime is overused, misused, and only halfheartedly controlled."(') This paper is relevant seven years later, as the factors and challenges involved in managing overtime have not changed. The paper states that: "Overtime is not a discretionary category that can simply be managed out of existence. Policymakers and the public should be wary about judging the police according to unrealistic expectations."(2), The report also states that: "Police work also inevitably generates court appearances, roll calls, meetings, and holidays. This sort of overtime can be viewed as a fixed cost of normal policing and will occur regardless of the number of officers employed."(3) II. DESCRIPTION OF MAJOR DUTIES THAT CREATE OVERTIME AT TIGARD PD The major overtime categories are listed below. Overtime of this nature is generated during routine day-to-day police work and is subject to contract provisions between the City of Tigard and the Tigard Police Officer's Association. 1) Shift Extensions Shift extensions occur because factors out of management control result in overtime. For. example, when an officer is scheduled to end his 10-hour shift at 8:00 a.m. and he makes an arrest at 7:30 a.m., overtime will inevitably follow. Or, in other example, the arrest may have occurred at 3:00 a.m,but workload prevented completion of the paperwork during the scheduled work hours. Further, an officer may be in the middle of a serious person crime investigation which must be brought to an acceptable stage of resolution prior to their leaving. 2) Court Appearances Court is scheduled between 8:00 a.m. and 5:00 p.m., Monday thru Friday. Officers are required to attend court when subpoenaed, regardless of their shift or days off. More than two-thirds of the officers assigned to Patrol work outside the normal court hours. For example, an officer on the graveyard shift (12:00 a.m. to 8:00 a.m.), will incur overtime with every court appearance. Officers, who have weekdays off, are much more likely to have court on their days off because of the 4-3 workweek. 3) Meetings Not only do two-thirds of Tigard officers work outside of the normal workweek, a large number of the command staff does as well. In order to facilitate policy development, program development, communication and administrative efforts, meetings with all supervisors present are crucial to the Department. 4) Mandatory Training Page 2 of 6 The Department uses a number of different in-house training programs to minimize overtime associated with mandatory training. There are, however, constraints the Department encounters which generate unavoidable overtime. For example, officers are required to qualify with hand-guns quarterly; each qualifying session lasts four hours. The range officers are required to use schedules only during day light hours, therefore every graveyard officer generates four hours of overtime quarterly. Another example can be found in the mandatory emergency vehicle operations course, which occurs annually and lasts a full day. There are a number of mandated training courses which are required of all officers on a regular basis. 5) Emergency Mobilization Emergencies such as barricaded felons, hostage situations, high-risk search warrants and other major activities which require mobilization of the tactical negotiations team, regularly generate overtime. As this is a regional team, Tigard Police may respond for the entire County. These mobilizations can obviously occur at any time and are generally prolonged operations that generate a great deal of overtime per incident. Other examples include accident reconstruction at fatal collision scenes, emergency response team, mutual aide, and others. 6) Shift Minimums The shift minimum is a level of staffing established to address public and officer safety concerns. The Department schedules staffing with a minimum total of four officers or supervisors for day and afternoon shifts, and a total of three officers or supervisors for graveyard shifts. The Department does not allow vacations or other time off which would take the Department below staffing minimums, but in unforeseen circumstances such as major crime mobilizations, officers calling in sick, injuries, etc. the Department may be,forced to bring officers in on overtime to meet the minimum standard. 7) Major Crime Mobilizations These are major crimes such as homicides, forcible rapes, and aggravated assaults. These investigations require a detective and personnel for crime scene management -both activities can generate overtime. These crimes generally occur outside of a standard workweek, must be investigated immediately, and often result in overtime. 8) Special Events All of the special events listed in our budget request generate overtime. The Department based the requests for overtime on past history for these types of events: o Balloon Festival overtime o Overtime for Youth Services/Police Activities League Program o Tigard High School Football Games o Tigard Blast 0 401 of July Celebration 0 4th of July Millen Street Parade o Halloween on Main Street o Citizens Academy Instruction o Tigard High School Homecoming Parade, other neighborhood parades o Special Occurrences such as the Tigard Hate Rally o Special Olympics Run o Honor Guard Events o Washington Square Safety Fair 9) Tigard Police Officers Association Contract Page 3 of 6 o Safety Release, TPOA Contract, Article 13.7. This article provides for officers to be compensated at time and one-half if they work 16 hours or more in a 24 hour period, and are then required to work the following day. The Department must either pay officers' entire next shift at time and a half or receive the next shift off with pay. If they are given the next day off, the Department frequently has to bring another officer in on overtime for at least a portion of the shift. o Overtime and Premium Pay, TPOA Contract, Article 14.1. This provides overtime pay at time and one-half for any work performed beyond scheduled work hours. o Callback, TPOA Contract, Article 14.3. This provides for three hours minimum overtime pay if TPOA members are required to work outside of one hour during the work week and four hours minimum if they work on their day off. o Shift adjustments, where an Officer is asked to adjust his or her shift to accommodate staffing shortages or training, also requires overtime if there is less than two weeks notice. Further, the officer must work that adjusted shift for the next two week period, or receive overtime for each day their shift is adjusted. III. EXAMINATION OF OVERTIME TRENDS Nearly all Police Department overtime falls in one of three categories: court, training, and operational. The chart below shows overtime trends in the three areas identified. Table A: Overtime by Category The data indicates no significant increases have occurred in these areas over the last three years: COURT AS M.T.AS OPS AS PERCENTAGE PERCENTAGES PERCENTAGE TOTAL cam.. YEARS l31,, OF TOTAL ASIC OF TOTAL ( �TIC,3N$ OF TOTAL HOURS 2001 %69 653e 18/° ._. 1 13% % 9,102 2002 , 18% t12. 14% �',. 70% 8,227 2003 ,s._ •.a 180/( x2 15% r„4 66% 8,559 20041998"' 23% 67% 8,731 Table A. Presented in calendar year and hours claimed. Page 4 of 6 Table B: Overtime in Total Hours A comparison of 2001 to 2004 demonstrates a 10.4% reduction in the total number of overtime hours claimed. It is noteworthy to recall that PD staffing was recovering during 2003 and 2004 from a 7% reduction due to hiring freezes. TOTAL YEARS HOURS 2001 9,102 2002 8,227 2003 8,559 2004 8,731 Table B. Presented in calendar year and hours claimed. Table C: Overtime Expenditures A comparison of expenditures indicates the Actual '03204 as compared to the Projected '04205 shows a 4% increase. Analysis of the first six months of'03204 shows that most of the increase in overtime expenditures was in investigative activities. The projected '04205 is 10.4% more than the Actual in'03204 and the '04205 Projected as compared to the '05206 Requested shows a 3.8% increase: Division Actual Projected Requested Number '03204 '04205 '05206 1110 $14,491 $12,400 $13,000 1120 $186,712 $220,000 $220,000 1130 $105,585 $98,000 $110,000 TOTAL: $317,340 $330,400 $343,000 Table C. Presented in fiscal year. IV. HOW TIGARD POLICE MANAGE OVERTIME Tigard supervisors continue to be diligent in their review and approval of overtime. Management continues to evaluate staffing levels and identify creative means to minimize overtime. A recently created court coordinator position monitors and reduces, wherever possible, the incidence of court related overtime. In the final analysis, police departments are virtually always operating in a reactive mode. Crime rates, incidence of major investigations, disturbances, mutual aide, 9-1-1 call volume, and fluctuations in staffing levels are all impossible to determine in advance. It is Tigard practice to staff at what experience suggests is a reasonable and safe level for the community and Tigard Police employees. Overtime is the tool that allows management to accommodate workload fluctuations, mandatory training, and court testimony expenses. It is considerably more to the City's advantage to fund overtime for these costs than to provide so many officers that operational overtime could be eliminated. Even then, the overtime costs of training and court testimony would go up commensurately with the additional FTEs. Page 5 of 6 The attached National Institute of justice (NIJ) white paper attempts to answer the question of whether overtime can be responsibly managed and if so, how. A review of current practices within the TPD finds that many of the report recommendations are currently in place. The TPD will continue to actively and diligently pursue opportunities to reduce overtime. RECOMMENDATION: Approve proposed overtime budget for FY 2005-06. ------------------------------------------------------------------------------------------------------------------------------- (1)National Institute of justice, Research in Brief, "Police Overtime: An Examination of Key Issues", Page 1. (2)National Institute of justice, Research in Brief, "Police Overtime: An Examination of Key Issues",Page 5. (3)National Institute of justice, Research in Brief, "Police Overtime: An Examination of Key Issues", Page 5. Page 6 of 6 POLICE OVERTIME U.S.Department of Justice Office of Justice Programs ATTACHMENT A National Institute of Justice National Institute of Justice --- R e s e a r c h i n B r i e f Jeremy Travis, Director May 1998 Issues and Findings Police Overtime: Discussed in this Research in +y u T Brief.•Results from a national study An Examination of Key issues sponsored by NU on police overtime to examine how State and local by David H. Bayley and Robert E. Worden police departments managed over- time and how local law enforce- There is a sense both inside and outside ring problem by both private-and public- ment agencies used Federal money the law enforcement community that sector managers.'Regarding overtime in authorized for overtime payments. overtime is overused, misused, and only policing,almost no information exists in the Key issues:Overtime work has halfheartedly controlled. Federal officials public domain. For this study,researchers been generally viewed from inside want to be sure that the funds they award canvassed the major professional organiza- and outside the criminal justice to local police agencies for overtime pay- tions specializing in police research,as well community as overused, misused, ments are well spent. Local police agen- as prominent police scholars,and could not and inadequately regulated. In the cies are equally concerned. For this find any studies of the use of overtime in past 15 years, Federal support to reason, the National Institute of Justice policing.Management consultants write tate and local police agencies for commissioned a study of the use of private reports to individual police agencies ivertime has grown.As a result, Federal funds provided to local law that sometimes address the overtime issue, interest in whether funds used by enforcement agencies for overtime. (See but this is unpublished literature that is local law enforcement agencies for "Methodology" and "Federal Funding of generally not available. overtime payments are well spent has increased. Police Overtime.") This Research in Brief reports what we have learned about Police departments themselves have vast Study findings: improving the management of overtime in experience in managing overtime, but American police departments. they have not yet shared that knowledge. • U.S. Department of Justice Professionals contacted often chuckled funding accounted for 60 percent The study discovered enormous differences when told of the topic being studied, urg- of Federal support of State and lo- among local police departments in the at- ing that the research proceed but indicat- cal police overtime in 1994,with tention given to the issue,the capacity to ing that there were good reasons why no Operation Weed and Seed and the produce information about it,and the poli- studies had been performed previously. -Edward Byrne Memorial State and Local Law Enforcement Assistance cies and procedures for managing it. The universal opinion was that the in- Grant Program being the primary Clearly,some departments do an excellent quiry was long overdue but that the sub- providers of funding for local po- job of managing overtime.This Research in ject matter might prove too sensitive to lice agencies. Brief also shares information about some of study successfully. Readers should un- these practices as a way to help agencies derstand,therefore, that what the authors • Overtime was funded primarily grappling with the issue and attempts to an- present here by way of suggestions for though local sources;Federal funds saver the following questions: Can overtime managing overtime very much represents accounted for 5 to 10 percent of be responsibly managed?If so,how? a first cut at a difficult subject. local police overtime outlays,which were less than 6 percent of the de- Very little has been written about the man- How does one control overtime in policing? partments'total budgets. agement of overtime,except to report that The answer:by recording,analyzing,manag- continued... overtime management is viewed as a recur- ing,and supervising.This Research in Brief ® R e s e a r c h i n B r i e f . Issues and Findings will examine each of these activities,so that based information systems pour out data continued... police managers may better understand what that are not used. Unmanaged informa- • U.S. police departments varied they can do in a practical way to improve tion systems are like the legendary enormously in the attention paid to overtime performance. sorcerer's apprentice—madly producing overtime management and their data that bury consumers. ability to produce information The four activities listed would appear to about it. suggest a temporal order of tasks for po- In short, the management of overtime lice departments: build databases, ana- comes in two forms: creating an infra- • Overtime can be successfully lyze them for patterns, make appropriate structure for recording and analyzing controlled through a combination managerial decisions, and supervise the the use of overtime and making policies of analysis,recordkeeping, man- resulting policies. Nothing could be more about overtime based on an understand- agement,and supervision. mistaken. The key element that precedes ing of what is happening.The first sort of • Police managers should analyze all others is management. Useful records management precedes all other activities. overtime in terms of work done on systems cannot be constructed unless The second sort can only take place if the paid overtime and on unpaid, or managers anticipate what they need to first sort has been done well. compensatory,overtime.Paid over- know. Management is also essential for time increases policing activity, analysis, and analysis needs to be speci- Recognizing that managerial decisions while compensatory time repre- fied before responsive data systems can about the kinds of analysis and, conse- sents less policing because it must be designed. In other words, although it quently, of records that are needed must be repaid by taking time and a half is certainly true that analysis cannot be be made at the very beginning of any from other activities. done without records, records cannot be attempt to control overtime, the topics will Implications.Federal money in- sensibly constructed without prefiguring be presented in the following order: analy- vested in overtime by State and lo- analysis. Recording, analyzing, manag- sis,recording,managing, and supervising. cal law enforcement agencies does ing, and supervising are interactive, not not supplant local spending on po- sequential.The key is managing. One of Analyzing overtime lice overtime.Overtime should be the problems besetting contemporary viewed,within limits,as an un What should managers know to ensure' policing, as managers everywhere rue- avoidable cost of policing.Over that overtime is used responsibly?What time charges cannot be eliminated fully recognize, is that the new computer- are the major questions they must altogether,regardless of the num- ber of police officers employed, be- cause of inevitable shift extensions, court appearances, unpredictable Methodology events,and contract requirements. Concerns about overtime usage indings from this study are based pri- forcement Management and Administrative should be addressed through con- marily on information collected from three Statistics Survey(LEMAS).a Followup calls trolling overtime usage with im- sources: were conducted with 100 of the largest proved management techniques. police agencies, which in the aggregate ac- Target audience:State and local Justice programs administered through the p law enforcement officials and p g g worked in the United States. Bureau of Justice Assistance, Federal-Bu- officials, city and county reau of Investigation, Drug Enforcement Case studies of overtime practices in 11 officials,criminal justice policy Administration,and Executive Office for police departments of various sizes nation- researchers and practitioners,and Weed and Seed. wide. policymakers. • A seven-page questionnaire on overtime Conducted by the Bureau of Justice Statis- expenditures and practices.This survey was tics,the LEMAS survey included all U.S. po- mailed to 2,183 State and local police lice agencies,except for half of those with agencies—a representative sample of police five or fewer full-time personnel,which departments that had responded to the LEMAS data show generated little overtime. 1990 Bureau of Justice Statistics Law En- ® 2 Re s e a • r Federal Funding of Police Overtime number of observations on how • By and large,overtime money is provided compensatory time results in less policing Federal funds are used within local law en and used to supplement traditional pro because every hour worked must be repaid forcement agencies for overtime emerged grams,rather than to sponsor programmatic by the department at time and a half—time from the study,including the following: innovations.Federal expenditures shift en- taken away from other activities. forcement priorities somewhat,but they do • Total Federal support for policing by not bring about substantial organizational Reliance on overtime in American polic- State and local governments has been change, ing may have harmful consequences that growing in the 1990s.Federal support for are not sufficiently considered by police overtime has also been growing,but is Although overtime expenditures by the managers,such as exhaustion on the part difficult to estimate because expenditures Department of Justice provide a genuine in- of officers,unwillingness to provide any are scattered among so many agencies crement in policing,analysis is needed to de- service without a tangible reward, in- (Department of Justice, Department of termine whether the increment is valuable creased antagonism between supervisors Housing and Urban Development,Depart- enough to be paid for at premium wages, and line officers,and the undermining of ment of Transportation, Department of professionalism. the Treasury)and programs(Executive Police departments in the United States Office for Weed and Seed,Edward Byrne vary enormously in the attention they pay to • Overtime practices represent substan- Memorial State and Local Law Enforce- overtime,their management of it,and their tial possibilities for cost savings.Though ment Assistance Grant Program;Office ability to produce information about it. overtime can never be eliminated, it can of Community Oriented Policing Services). be more successfully controlled. • Overtime should be viewed,within limits, • According to the study,the Department as an unavoidable cost of policing.Overtime • Publicizing the practices of police de- of Justice now accounts for approximately charges cannot be eliminated altogether, partments found to excel in regulating 60 percent of the Federal Government's regardless of the number of police officers overtime can contribute to improving expenditures on overtime by State and employed, because of inevitable shift exten- overtime management nationally. local law enforcement agencies. sions,court appearances,emergency situa tions,and contract requirements. ' The key to improving overtime man- - Federal expenditures by the Department agement is foresight on the part of senior of Justice invested in overtime by State and Reimbursing overtime in money is prefer- officers,which requires attention to analy- local law enforcement agencies do not able to reimbursing in compensatory time.Paid sis,recordkeeping,and supervision. supplant local spending on police overtime. overtime increases policing activities,while continually ask about overtime in their work done on paid overtime from work The implication for recordkeeping is* departments? done on unpaid,or compensatory,over- that not only must records on paid time.Work done on paid overtime gen- time and compensatory time be kept, Are overtime expenditures justii- erally increases policing activity,even but also information on their respec- o dn in terms of the work being though paid at time and a half.The cost tive uses, including the nature of the done? Because overtime represents is borne by city councils as an addition work forfeited to pay for compensatory police work performed at premium to the police budget.Compensatory time.These are called opportunity rates—time and a half—managers time, on the other hand, represents less costs---the costs of taking one action at need the ability to determine whether policing because every hour worked the expense of another. the same work could be performed at must be repaid by the department at Iess cost on straight time.Thus, they time and a half.Compensatory time Do the police and the local govern- need to comes out of existing capacity.There- know how much of their ment have the capacity to pay for agency's work is being performed on fore,managers need to be able to deter- overtime?Answering this question re- overtime, what sort of work it is, and mine whether the work performed on quires police managers to know whether the circumstances of its use. they are "on budget" throughout the compensatory time is more important than work being "scrimped" through year,so as to avoid cost overruns and /hen analyzing the cost-effectiveness consequent political exposure.This of overtime, it is critical to distinguish the compensatory time payback. ® 3 ' e s e a r c h i n - means managers need to know how in a timely manner,what is happening. cies): holidays;briefings and roll calls; much has been spent throughout the To avoid embarrassment,police depart- court appearances;callbacks to duty; current fiscal year and how the rate of ments need to analyze patterns of over- emergencies such as homicides and expenditure compares with previous time expenditure—both as time and as snowstorms;planned events beyond nor- years.They should also examine current money—by individuals,by units, and mal duty,for example,traffic control at expenditures against likely future con- by the nature of the work performed. venues;and meetings or training outside tingencies;planning requires forecasting Unusual payouts to individuals or units of working hours. overtime needs based on analyses of past may indicate problems of organizational Monitoring the opportunity costs associ- patterns.Although some overtime ex- management. pated with compensatory overtime in- enditures cannot be predicted,re- peated surprises indicate a lack of In sum, if a police department is to volves identifying those tasks that were analysis.As the philosopher George manage overtime, it must be able to jus- not carried out because officers were Santayana said, "People who do not tify expenditures in terms of the work granted time and a half off.This track- know the past are doomed to repeat it." performed,to anticipate the rate and ing is key to determining the true pub- amount of payouts, and to explain why lic safety cost-effectiveness of claiming Because compensatory time does not overtime had to be paid to particular in- overtime as time, rather than as money. come out of existing budgetary alloca- dividuals and units at particular times. • Circumstances of overtime use. tions,some police departments do not Knowing where,when,and under what monitor its use as systematically as they Recording overtime circumstances overtime was incurred is do paid overtime. Compensatory time is necessary if managers are to anticipate not costless. Unless police departments To analyze the issues described above, the following records must be current: overtime,to justify its payment,and per- keep close track of the amount of com- g haps to find ways to reduce the need for pensatory time earned and paid back, A police department's total obli- overtime expenditures. For example,if cities may suddenly face large unfunded gations and payments for overtime, overtime occurs chronically in particular liabilities—financial payouts they have both paid overtime and compensatory units,then hiring additional officers or not anticipated.In some departments of- time. reallocating existing personnel may ficers who do not use their compensatory solve the problem.On the other hand, if time can claim it as money at retirement. Obligations and expenditures of overtime is concentrated at particular Police departments also need to track overtime by individual officers and times of the year,hiring additional staff accumulations of compensatory time by commands or budgetary units—for ex- -would probably not be the solution. individual officers,because departments ample, investigations, traffic,patrol, cannot require officers (under the Fair and SWAT. Computer programs can Sources of overtime payments. Labor Standards Act or their own labor automatically notify managers when- Records of such sources of overtime agreements) to work more than specified ever overtime obligations exceed speci- funding as city councils,State govern- maximums of compensatory time without fied thresholds—for example,when a ment, Federal Government, or private being paid.2 Overtime beyond this police officer earns more than 10 per- consumers should be kept.When track- amount must be paid as money.Police cent of monthly salary or at a projected ing city expenditures,it would be useful departments need to know where they yearly rate over$25,000, or when a to separate overtime accounts from the stand with respect to this obligation. unit's overtime budget is running 10 general fund,the police budget,and percent ahead of the previous year's charges against the budgets of other mu- Is overtime being abused? "Abused" expenditures. nicipal agencies. here is defined as being used in ways that cannot be justified and may cause - The uses of overtime. Setting up a Not surprisingly, it appears that police embarrassment s the organization. Gen- system that adequately captures the uses departments invest resources in col- erally, overtime abuses take the form of of overtime requires forethought because lecting information primarily when it large,undetected overtime earnings by relevant categories can vary with local has clear fiscal significance. Of the individuals or units within a police de- conditions.The most common categories police departments responding to the partment.Such abuses represent a fail- are holdovers or shift extensions;back- overtime survey,the majority (69 per- ure of supervision,which in turn reflects filling or buybacks (that is,paying cent) were able to provide all 5 years the inability of an organization to know, people on leave to fill temporary vacan- of expenditure information (1990-94); 0 4 ■ Hk R B a much smaller percentage (38 per- If the chief is indifferent about over- sible to predict and require extraordi- :nt) was able to provide the number time,the support systems—both human nary outlays of effort. Police work also of overtime hours worked. and technical—necessary to manage inevitably generates court appearances, overtime will be neglected.A chief's roll calls, meetings, and holidays.This Respondents provided limited informa- indifference will also leave middle sort of overtime can be viewed as a tion about overtime's functional uses. managers exposed—reluctant to go fixed cost of normal policing and will Among respondents who reported the where the chief prefers not to tread,but occur regardless of the number of offic- total number of overtime hours, about at risk if overtime problems occur. ers employed. Overtime is not a discre- 40 percent accounted for all (or virtually tionary category that can simply be all)of those hours by functional cat- It is also important to be realistic about managed out of existence. Policymakers egory,while another 40 percent could what management can achieve in con- and the public should be wary about account for about half.The limited abil- trolling overtime.For example,some judging the police according to unreal- ity to monitor and report information shift extensions are inevitable because istic expectations. about overtime appeared in police agen- police officers generally work 8-hour cies of all types (though sheriffs'depart- shifts, and time-consuming problems Overtime is also critically affected by' ments in this study were somewhat less can occur at any time. Sensational labor rules—the "contract"—that man- likely to be able to report overtime infor- crimes or natural disasters are impos- date uses and rates.Visits to police mation,and State police agencies some- what more likely) and occurred in all regions of the country. Developing informative record systems Dollars and Recordkeeping need not be a particularly daunting or costly activity. Commitment seems to be n the one department surveyed in could be analyzed in terms of the activities which all overtime is compensated with that were performed only by manually re- the critical ingredient. Record systems dollars,rather than compensatory time, viewing the paper forms that officers an be put in place within a year or so, we found one of the most complete and completed. with the largest cost probably being in- sophisticated information systems for curred for staff to input data.Depart- monitoring,overtime use.a In that depart In another department,overtime was typi- ments can also make the transition more ment,hours worked and dollars paid cally compensated monetarily. However, easily by adapting systems already de- were tracked by organizational unit and Tittle overtime was incurred, partly be- veloped by other departments.Every by function,and this information was up- cause it had to be preauthorized by super- dated and disseminated to department visors,and supervisors took steps to avoid, region of the country has exemplary overtime work. Given that overtime was departments that have developed roto- managers every 2 weeks. P P P not considered a significant budgetary is- cols for recording and analyzing data, By contrast,another department,in which sue, little information was computerized programs that automatically provide much of the overtime was compensated for analysis. Records of overtime were managers with perspective on overtime. with time off rather than money, had a available, and particularly detailed records (See "Dollars and Recordkeeping.") much more limited capacity to monitor of overtime incurred under the auspices overtime. Numbers of hours worked by of Federal grant programs were kept, but Managing overtime individuals were tracked carefully within they were not routinely compiled and each division over the course of each 28- analyzed;the latter records were available Again, it is important to note that man- day work cycle,so that steps could be in the event of a Federal audit. aging is not a separate activity from taken to minimize the likelihood that pa trol officers would accrue hours for which An equally complete and sophisticated recording,analyzing,and supervising. informations Recording, stem was found in a de- anal analysis, and super-vision ervision they must be compensated monetarily y y P and at a higher(time and a half)rate.But partment that uses both compensatory are required for successful overtime the aggregate patterns of overtime work time and paid compensation.This depart- management,but they must be man- were not monitored,and the only infor- ment is widely regarded as one of the aged so that useful knowledge is avail- mation that could easily be retrieved most progressively managed in the coun- able to the managers who set overtime (from payroll records)for analysis was in- try.Furthermore, it very concerned -)olicies. Responsible overtime manage- formation on expenditures.Overtime about the prospect of unfunded liabilities. .lent requires leadership from the top. 700 5 ® ■ , departments revealed the following doing so,given the political power of departments, and 73 percent had examples of contract stipulations with unions,is small.Even in the case of shift guidelines that specified the purposes respect to overtime: extensions, the option exists for police to for which overtime could be used. pass work to later shifts. All overtime is • Any court appearance by an officer, potentially manageable by someone, but A more general solution,well beyond the no matter how short, earned a fixed the costs of doing so in some cases are capacity of any police force to enact,is minimum amount of overtime, as much greater than the benefits.So,me when de- to abolish the 40-hour week as the basis as 3 to 4 hours. partments say that some proportion of for overtime,aggregating hour-maxi- • Officers called back to work were overtime is not controllable,they are mums by months or years.3 This would guaranteed a minimum of 2 hours of making a judgment about options they allow departments to require longer overtime, no matter how long they are willing to try.Their willingness may hours of work for short periods without actually worked. be based on entirely correct assessments incurring overtime costs, compensating of what is likely to be achieved. officers by less work during slack peri- Supervisors who were on standby in ods.In 1995,a U.S.Representative pro- the event of an emergency earned a Interviews with police officers nation- posed hearings on the idea." minimum of 3 hours overtime. wide yielded several suggestions for policies to control overtime more tightly. Staff size. Persistent backfilling,or em- 15 Patrol officers were given between p g Y• ploying off-duty officers to fill necessary and 30 minutes of overtime each Court appearances. Agreements be- positions, indicates a chronic shortage of shift for attending roll calls. tween police and court personnel could personnel in relation to work needing to • An officer waiting at home to be improve overtime usage.For example, be completed.Since local governments called to court was allowed a fixed policies could call for court appear- determine the strength of police forces, amount of overtime, on the premise ances to coincide with usual working this imbalance is generally beyond the that the officer was forfeiting an oppor- hours,rather than with time off.While ability of departments to fix unless hiring tunity to work at another job. officers are waiting to appear,they can is allowed.Departments may,however, • All meetings outside the department be given indoor work,such as staffing be able to reduce the period of the im- property rooms,interviewing complain- balance,and hence overtime,by short- were charged to overtime. ants, preparing shift rosters,or answer- ening the time needed to recruit and In the survey, 45 percent of police ing questions on the telephone. In train new police officers.Departments departments reported that overtime addition,district attorneys can be asked may even consider using civilians,vol- was governed by collective bargaining to subpoena only those officers listed on unteers,or police academy students in agreements; 39 percent said that such arrest reports whose testimony might be nonenforcement lines of police work, agreements applied specifically to important.There is no reason for super- thereby freeing experienced personnel patrol personnel,which is the largest visory personnel to appear in courts, for tasks requiring powers of arrest or specialty among police officers. since their testimony would be hearsay. those where minimum staffing levels Police can be asked not to list supervi- must be maintained. Some departments have tried to divide sory personnel on incident reports and overtime expenses according to whether arrest warrants. Emergency mobilizations. By care- they are controllable—probably a fruit- fully studying all unplanned emergency less exercise.The issue generally is not Shift extensions. Responsibility for mobilizations, departments can deter- whether a particular form of overtime is approving shift extensions rests with mine how best to use existing capacity controllable,but rather by whom and at immediate supervisors. Managers can and thereby minimize callbacks or what cost. Contract stipulations,for in- assist immediate supervisors by pro- extensions. Emergencies require over- state, are frequently treated as uncon- viding them with updated and revised time, but they do not justify unlimited trollable.This may be true from line guidelines for approving shift exten- overtime.To some degree, overtime can supervisors'point of view,but not from sions, as well as by reviewing their be minimized in emergency situations the view of senior managers who are performances periodically. Survey re- by fine-tuning responses and making responsible for contract negotiations. sults show that immediate supervisors them more efficient, as well as by Contract provisions are controllable in were authorized to approve overtime in building the capacity to handle contin- principle,even though the likelihood of 91 percent of the responding police gencies that singly are unpredictable IN ® 6 0 0 R e but in the aggregate are not. These pos- fearful of embarrassing public revela- individual officers are posted publicly bilities are probably more likely for tions,concerned managers are learning at regular intervals.We visited several large departments,which can often de- valuable lessons about managing over- departments using this method.Know- velop such procedures more easily than time.Unfortunately,this knowledge is ing that overtime will be scrutinized by small departments,because unpredict- not being systematically collected and their peers,officers will be careful that able events occur in greater numbers in shared within the profession,which does extra hours claimed are justifiable in their jurisdictions and therefore canhe not generally know which departments operational terms. "averaged" on a yearly basis. In a small are the benchmarks for overtime man- Successful management of police over- department, on the other hand,events agement. Hence,a national canvas of such as a sensational murder may occur techniques for managing overtime could time requires assistance outside police once every 20 years. be worthwhile to practitioners. departments.At present,police manag- ers often fear that providing outsiders, Special events. Departments often Supervising overtime such as city councils and the media, pay officers overtime for handling spe- with information about overtime prac- cial events,such as crowd control at Supervision of overtime is often seen as tices will expose the department to festivals or traffic at sporting events. the first line of defense against overtime unfair criticism.This is one reason Because these are episodic, it is not abuses. Middle-rank commanders ev- why some departments are reluctant to cost effective to maintain capacity to erywhere complained that one of their implement computer-based monitoring handle them. If these events are pri- major responsibilities is controlling and online analysis of overtime. Police vately sponsored,departments might overtime.They believe it is critical to managers should realize,however,that consider requiring sponsors to pay the how they are judged as commanders. In factual information about overtime,if it costs of policing as a condition for fact, front-line supervision of overtime is properly explained,can strengthen granting a permit. Many large cities is the last line of defense,and supervi- their position in advocating needed now require event sponsors to complete sors are often made the scapegoats for reforms both inside and outside their or- ,fficial statements regarding the effect more general failures of management. ganization.Managers have more to fear J special events on police duties.The Most of the factors that determine over- from lack of information than from too Madison,Wisconsin,police depart- time are beyond the control of any much.Gradually,information in ment,for example,requires that a po- middle-rank manager,such as contract the public domain about overtime will lice impact statement be filed as part of regulations,calls for service,crime expand.Some cities now regularly report the permit process. In addition, cities emergencies,vacations, injuries,retire- all forms of overtime to city councils and and police departments should develop ments,and approval for special events. even encourage the media to publish policies about when the costs of polic- Although first-line supervisors formally their departmental pattern analyses. ing special events are to be publicly or approve overtime,in some departments City councils and other outside auditors privately borne,This may be a touchy their ability to refuse is restricted.More- should also under-stand that overtime political matter. For example,some lo- over,in many departments first-line cannot be effectively controlled by front- cal ordinances (strongly supported by supervisors are frequently not given the line super-visors.They should not allow police unions) require police, rather information needed to anticipate de- senior officers to pass the responsibility than private security,to work such mands and adjust work schedules.With for managing overtime to junior officers, events. Finally,work schedules of po- inadequate recordkeeping and analysis, Councils and the media could be edu- lice could be adjusted,if permitted by supervisors cannot control overtime,they cated,most likely by police themselves, contract regulations,so that officers can accumulate slack time that can later be can only audit it.The control of overtime about the elements of an effective over- allocated for policing predictable man- looks to be decentralized,but in reality it time management system.Analytic re- power-intensive events. is not;it is structured by policies set at ports of overtime could provide police more senior levels or from outside the managers with information to explain to We determined from site visits that po- police force altogether. others the limits on their ability to con- lice departments throughout the country trol overtime and to construct a fact- are experimenting with ways to minimize Overtime can also be supervised by the based division of responsibilities ie burden of overtime,Frustrated by officers themselves through peer pres- between themselves and city councils. the rigidities of current practice and sure if amounts of overtime worked by Police managers have more to gain from L_1 0 E 7 0 11 } ism R e s e a r c h i n B r i e f making overtime information available time Final Report."Madison,WI:Police Nathan,Richard P. 1982. "The Methodol- and visible than from keeping it hidden. Department. ogy of Field Network Evaluation Studies." Executive Office for Weed and Seed. In Studying Implementation:Methodologi- Additional References 1992. Operation Weed and Seed Imple- cal and Implementation Issues,ed.Walter mentation Manual.Washington,DC: Williams,Chatham,NJ:Chatham House Balles,Joe,et a].May 17, 1989. "City of U.S.Department of Justice. Publishers,Inc. Madison Police Department Overtime United States General Accounting Office. Project."Madison,WI:Police Department. Goldstein,Herman. 1990.Problem-Ori- April 1993. War on Drugs:Federal Assis- Bureau of Justice Statistics.September ented Policing.New York:McGraw-Hill. tance to State and Local Drug Enforce- 1995.Law Enforcement Management and Kelling, George L.,and Mark H.Moore. ment.Washington,DC:GAO/ Administrative Statistics, 1993:Data for 1988. The Evolving Strategy of Policing. GGD-93-86. Individual State and Local Agencies with Washington,DC:National Institute of 100 or More Officers.Washington,DC: Justice. Notes Bureau of Justice Statistics. Madison Police Department.June 1993. 1.The authors would like to thank Professor Hal Diluiio,John,Jr.,Steven K.Smith,and "Report of the Police Department Over- Gueutai,School of Business,The University at Albany, State University of New York,and his graduate students Aaron J.Saiger. 1995. "'Me Federal Role time Study Committee."Madison,WI:Po- for searching the economic and business literature. in Crime Control."In Grime,ed.James Q. lice Department. 2.Under the Fair Labor Standards Act,an officer who Wilson and Joan Petersilia.San Fran- agrees to work compensatory time in lieu of cash cannot Nathan, Richard P. 1983. "State and accumulate more than 480 hours during a lifetime.Many cisco,CA:ICS Press. Local Governments Under Federal union contracts stipulate more restrictive maximums. Elliot,John,Timothy J.Fisher,Kay Grants: Toward a Predictive Theory. 3.Mazur,Laura,"Coming:The Annual Workweek," Across the Board(April 1995):42-45. Hutchison,and Neil Turner.December Political Science Quarterly 98 (Spring): 4.Laabs,Jennifer,"The Changing Workplace Stirs 18, 1988. "City of Madison Police Over- 47-57. Up Overtime Pay Debate,"Personnel journal(April 1995):12. Findings and conclusions of the research re- This study was conducted by David Copies of the full report of the ported here are those of the authors and do not H. Bayley,-Ph.D.,and Robert E. necessarily reflect the official position or poli- study, Federal Funding of Police cies of the U.S.Department of Justice, Worden, Ph.D., from the School of Overtime:A Utilization Study, are TheNationalInsfituteqfJustice isacomponent Criminal Justice,The University at available from the National Crimi- ofthe Office ofJustice Programs,which also Albany, State University of New nal Justice'Reference Service includes the Bureau ofJustice Assistance,the York.This research was supported (NCJRS)on a cost-recovery basis. Bureau of Justice Statistics, the Wice of by the National Institute of Justice, To order,call NCJRS at 800-851— JuvenileJusticeandDelinquencyPrevention, U.S. Department of Justice, through 3420 and ask for NCJ 170614. and the Officefor Victims of Crime. grant number 95-IJ-CX-0020. NC3 167572 U.S.Department of Justice BULK RATE Office of Justice Programs U.S.POSTAGE PAID National Institute of Justice DOJ/NIJ Permit No.G-91 Washington,DC 20531 Official Business Penalty for Private Use$300 FY 2005-06 Budget Committee Issue Paper SUBJECT: Urban Renewal I Issue Paper No. 7 Exhibits: None Amount: $75,718 Budgeted: (yes) X (no) SUMMARY: The City Council has maintained a long term goal of revitalizing and improving Tigard's downtown. With that charge, a 24 member task force, appointed by the Council and with extensive input from the community, is developing the Downtown Improvement Plan for Tigard's downtown. This effort has been funded by a Transportation and Growth Manage- ment (TGM) grant that will be completed by July 2005. The Plan will lay the foundation for revitalizing and improving the downtown. The City Council's 2005 goals reaffirm this long term goal for improving downtown Tigard. This year's goal calls for completing and implementing the Downtown Improvement Plan in 2005. Urban Renewal is one of the tools that Council has identified for implementing the Downtown Improvement Plan. The City retained consultant services in preparing and completing an urban renewal plan to carry out the vision called for in the Downtown Improvement Plan. Tigard's process requires voter approval of any Urban Renewal Plan that includes tax increment financing in either a November or May election. Council is corrunitted to a May 2006 election. A May election compresses the Urban Renewal Plan(URP) schedule. The draft URP must be completed by September 2005 to allow sufficient time to have public involvement and ultimate approval by City Council in December 2005. Council is required to submit a ballot title by February 2006. The Urban Renewal Plan must be coordinated with the efforts of the Downtown Task Force as their effort is completed. Working with the City Center Development Agency (Urban Re- newal Agency) and the City Center Advisory Commission, the consultant will be responsible for preparing an Urban Renewal Plan that meets all statutory and Municipal Code and City Charter requirements. Washington County, along with the Cities of Beaverton and Tigard, have been evaluating the potential for developing a revitalization plan (Urban Renewal Plan) that follows Hwy. 217 from Highway 26 and includes downtown Beaverton, Washington Square Regional Center, 1 and downtown Tigard. Consideration will need to be made to determine whether to proceed with separate efforts for downtown Tigard and/or to combine with the larger effort centered along the Hwy. 217 Corridor. The timeline for development and action on the urban renewal plan is very compressed. Public outreach is critical to the success of the program. Tigard voters must fully understand the process, benefits from using urban renewal, and how and when to give input. It is also important that voters understand how urban renewal has changed in recent years and how it now minimizes impacts to other taxing districts. It is important to identify the different stakeholders that have different interests in urban renewal and determine how to positively engage these groups in the process. Extensive citizen involvement will occur throughout the development of the Urban Renewal Plan,leading up to an election in May 2006. The City Center Advisory Commission and other citizen work groups will be charged with informing the public about the benefits of the urban renewal plan. Consultant services have been retained to develop the public outreach pro- gram that can be used throughout the process, leading to the election. Council will adopt the public outreach program in June, 2005. Separately, the budget for Community Development's Long Range Planning Division (100- 2240-501000) includes an additional FTE for the urban renewal effort. The position(Senior Planner) will provide direct support for the urban renewal plan development, public out- reach, and economic development activities. RECOMMENDATION: Approve FY 2005-06 FTE 2 FY 2005-06 Budget Committee Issue Paper SUBJECT: Comprehensive Plan Issue Paper No.8 Update Exhibits: None Amount: $75,718 Budgeted: (yes) X (no) SUMMARY: Council's 2005 goals include a specific goal of addressing growth by updating the Comprehensive Plan for Tigard, and if funded by the County, Metzger and Bull Mountain. Considerable work has been done on the issue of updating the City's Comprehensive Plan. Between December 2003 and April 2004, the Planning Commission held five work sessions on the Comprehensive Plan Update work program. During this time, the Planning Commission reviewed the main elements of the plan update: public involvement; preliminary issue identification and data collection; plan update process; and plan adoption. Council indicated that the Comprehensive Plan Update should be part of the Long Range program, but not the main priority for 2005, The City should continue to build a general understanding about the Comprehensive Plan Update components and work with the Planning Commission to finalize the program. In February 2005,Council concurred with the major phases of the Comprehensive Plan update program, and agreed to the components of the Public Involvement Program. Tentatively, the update will take up to 2- 3 years to complete, dependent upon resources and the program's scope. Several issues are still outstanding with regard to the Plan update. Before the City proceeds with the update, the geographic boundaries encompassed in the Plan update must be determined. In order for the City to include portions of unincorporated Washington County (Bull Mtn., Metzger, etc.) in its Plan update, Washington County must take specific steps to allow that to occur. Additionally, resources (staff or financial support) from the County must be identified. Preliminary discussions have occurred with the County; however, final resolution has not occurred. One new position at a Senior Planner level has been included in the proposed budget to assist with the Plan Update effort. This position is needed regardless of the involvement by the County and inclusion of portions of unincorporated Washington County (Bull Mtn., Metzger, etc.) in the Plan update. The FTE would start half-way through the year. Potential funding could include revenue generated through the long range planning fee. Additionally, Washington County could provide funding to off-set portions of the costs associated with this position. The position would end at the conclusion of the Plan update. RECOMMENDATION: Approve FY 2005-06 FTE 2